Ingersoll Rand/Trane non-union, 200
Materials Manager(Managed 18 staff) Implemented daily MDI processes on each area of responsibility, with team driven causal identification and problem solving. This includes daily rate planning, cadence development, and Gemba standard work. Develop internal supply strategy around kitting of materials to the line. Transforming the materials delivery systems to flow materials according to schedule cadence. Allowing for reduced 15K sqft footprint, maximum flexibility, and timely feedback. Implemented weekly scheduling and planning meeting to align functional groups with the forecast and incoming order rates. Responsible for logistics productivity, damage, and delivery. Redesigned packaging and developed damage handling process for Macon. Reduced damage by $300K Identified and implemented actions to reduce/eliminate excess and obsolete inventory by working with cross functional teams. Develop strategic relationships with targeted suppliers causing MDI misses. Developed cadence for large job management across functional groups.